WOULD SIMON COWELL APPROVE OF YOUR HIRING PRACTICES?

Is it time to be a leader and say: “Employee Be Gone!”

Whether you have 3 or 300 employees, some may be challenging to you and your staff by creating continual nightmare situations that are just driving you crazy! In fact, do they:

• Perform incompetently exhibiting immature behaviors?

• Expect greater compensation and benefits from you, without doing competent work?

• Act entitled?

• Have to appear in court, leaving work due to poor life decisions?

• Live in a continual state of crisis?

• Blow off work and deadlines?

• Come in late, leave early, and take long lunches thinking no one knows?

• Play around on facebook, myspace, second life, or text on company time?

• Create a culture of grumbling, discontent, and back-stabbing?

• Steal from you literally, or in time spent dawdling around?

• Make excuses, blaming others for their problems and mistakes, blame-shifting?

• Refuse to upgrade their skills to meet minimum requirements for the job?

Then Simon would say “You’ve put up with this?” You do know you don’t have to, unless you’re caught in a position, such as a government job where you’re given the position without the authority to enforce anything. I want you to know, you can hire good people, even good minimum wage employees! That is, if you will put the time in up front to:

• Have a thorough system for screening people in place BEFORE you hire anyone
• Work from a detailed “Job Description” for the position. Including a thorough list of key competencies/requirements and skills needed for the position. This must be spelled out, along with the necessary behavioral style traits, personality, that will fit the position, all created and refined before seeking the perfect candidate.
• Follow up on the recommendations they provide before they are hired
• Listen carefully to anyone who has any working knowledge of them
• Do a thorough back ground check – this will tell you a lot
• Put them through appropriate testing to verify their claims
• Become aware of current interviewing/hiring laws, and then follow them

And Most IMPORTANTLY don’t forget to:

• Institute a 90 day probation period wherein YOU LET THEM GO, if you feel they aren’t:

WILLING to do what’s needed

TEACHABLE – willing to learn new things

or DON’T FIT IN with the culture of your office

During the probation period be sure to deal with things the FIRST time they appear, or you will be sabotaging your business and demoralizing your staff. You must conquer the temptation to overlook small things. Remember, the 90 days are the honeymoon. If this is their best behavior, and it’s questionable, I guarantee you’re in trouble?

I know a of a blue collar business owner that I’ve done work with, who shared with me that he may go through six to eight people to find the right match for the position. TIP: Be quick to move on, listen to your gut, and you can create the work environment that draws and keeps optimal candidates for your company.

Remember:

Some will

Some won’t

So what

Next

YOUR COACHING CORNER: Become a strong, confident eader/manager by taking inventory and re-tooling your hiring practices.  Be sure you have in place the processes mentioned above, while survey your employees to see if your hiring practices meet the needs of your company culture.  You can do it, everyone will appreciate you if you tighten the reigns in the beginning of the hiring process, taking all variables into account

PEOPLE DO WHAT PEOPLE SEE

LAW OF THE BIG PICTURE

Dr. John C. Maxwell holds the mirror up to one’s leadership.  He has been my mentor for over 20 years.  When I discovered materials by Maxwell , I hit the treasure trough of leadership wisdom.

I can’t introduce you to someone more influential in my life than this great leader.  In fact, the primer I use for all my Executive Coaching clients is: “Developing the Leader Within You “.  This book reveals, in detail, where you stand as a leader, and exactly what you need to implement, or discontinue in order to grow and develop into an effective, influential leader.  This video is an example of the practical wisdom he shares.

TO GROW PAST THE RELATIONAL STAGE:

During this blogging series on the 5 levels of leadership, and what it takes to move up the ladder of influence, here is your recipe for moving from Stage Two, the Relational Stage, to Stage Three.  Although you’ll become dearly loved on this stage, if you don’t continue up the ladder by learning to delegate and give up control, you and those you lead will be both frustrated and burned out.  So enjoy this stage while you can, but don’t stay here, or you’ll sabotage your leadership and your influence.

Cheers!

• Grow in your ability to effectively deal with people, especially difficult people. Learn to do “Small Talk”.
• Be sure you know the names, titles, responsibilities, and some personal things about each person in the organization.
• You must lead with the heart, as well as the head.
• Discern the values you want and need to live by, especially to continue gaining respect of your employees. For instance, trust, respect, good communication. But your values can’t just be in what you espouse, but in how you act.
• Create systems of communication that keep you in touch with your key people, and then a way for the rest of the organization to contact you to give input as needed.
• Create an open door policy, a real open door policy, not just in word but in deed. Let people know that if there are issues or problems you want to be the first to know the issues or problems at hand.
• Continue to diligently develop yourself by learning and reading about leadership.
• Learn to make decisions quickly and effectively.
• Develop the ability to articulate the mission and vision of the organization with heart.
• Learn to delegate key responsibilities, and then do it. Take the plunge and let go. Work on trusting and mentoring your people, without micromanaging them.

YOU TO CAN CHANGE using Marshall Goldsmith’s Method

Achieving Long term Positive Changes In Behavior

I’ve recently discovered a resource with a goldmine of relevant wisdom and practical applications, Marshall Goldsmith .  Known world wide as the top Executive Coach, he’s down to earth, and fun to listen to as well.

I’ve recently read Marshal’s book, “What Got You Here Won’t Get You There” and have already incorporated a ton of his principles and methodology into my own coaching practice.  In this short video he shares one of these effective initiatives for change.  In fact, this topic fits with my current blogging series on how to move up the 5 levels of leadership, in that to maintain influence you have to mitigate stubborn, opinionated behavior. Ideally getting rid of it completely.  And I’m sharing this because I believe it’s something you too can take advantage of.

Your Coaching Action Plan:

So, let me ask you, if the Generals in the United States Army can handle being confronted on their stubborn, opinionated ways, do you think it could assist you to change as well?  Find someone that will make this method of change stick, and follow this recipe for change. If you can’t, it might be time to hire a coach. Humm . . . something to think about.

“DELEGATION” HOW WELL DO YOU DO IT?

YOU MUST ACQUIRE THIS SKILL AT THE RELATIONAL STAGE

the second tier on your way to becoming a Level 5 Leader, or it will KILL your journey, or stagnate it at the very least.

I knew a leader that was one of the most gifted, talented leaders I have ever had the opportunity and pleasure to know. He was passionate about his work, while caring deeply for the people he worked with and for. This man had an exceptional gift and keen ability to make anyone who walked in the door of this company feel like they were the most important person on the face of the earth! His staff and customers dearly loved and esteemed him, and there was an air of expectation about the future of the company looming in the air as a result, THAT IS until it slowly unraveled. The problem became apparent when he couldn’t FULLY DELEGATE or relinquish responsibility to those he had been mentoring. As soon as someone began to have a bit of admiration or influence, he would appear, take back ownership of the department, leaving his mentee bewildered, and feeling betrayed. Bit by bit, those who had the potential to assist him and carry the load of responsibility left beguiled. This caused the original leader to have to carry the majority of responsibility. And, as typically happens, he burned out completely trying to hold together what influence he had left by running from one meeting to another, and one client to another appeasing them. Eventually this leader left, moving on to another company and city, citing it suited him better. The sad thing was, he truly had everything he needed to go to the next level, while exploding the company with growth.

YOUR COACHING ASSIGNMENT:

You must deal with your insecurity and longing to fill your need for significance through your position. If you don’t, you’ll also sabotage your efforts. Instead, raise your leadership team up to be not only better than you are, but dearly loved by all as well. Surround yourself with those more gifted and talented than you, singing their praise, and you’ll find yourself elevated to the next stage of leadership.

Leadership pt. 3 What Not to Do That I Did

Do You Have This Fatal Flaw of Leadership

One fatal flaw in leaders that will sabotage their leadership influence and kill their efforts, ultimately causing their organization to implode, is being an “INSECURE LEADER”. Unfortunately, I can again speak with great authority and experience on this subject. Although I have always exuded a confident boldness, which gives the illusion of “being secure”, without training or experience I fell into all of the typical actions and responses insecure leaders exude. Worst of all, because of my insecurity, I “needed” people to prop me up with compliments, approval, and value; along with people showing up for attendance at my meetings to support my efforts. (Now this was over 25 years ago.)  Before I knew it, I was co-dependent on the very ones I was to serve, equip, motivate, support and lead. Ok, ok, so I was only a volunteer over Women’s Ministries, Director of Camps, Supervisor of Sunday School, Director of VBS, Mission Trips Leadership and ran a Summer Master’s Commission program, they were still leadership roles, and the beginning of my love/hate relationship with leadership! In fact, I could write a book about this topic alone, the INSECURITY of LEADERS. For your sake though, I’ll give you the signs and symptoms of an insecure leader, all of which determine the stage of leadership one is on, this one being the “Title Stage”. More than that, I would love to tell you just what I’ve done that has given me freedom from this deadly flaw. If you’d like to know more, please contact me for more information. It’s my absolute favorite topic, training, and a pre-requisite for completing my Executive Coach Training Course. But let me explain more about the “Title Stage”

Title Stage

(This person has no real influence or skill, just a leadership position) They may be a new leader or manager, or one who has had little or no training or understanding regarding the mission and scope of leadership.

At this stage of development they have been appointed and given a title. The titled leader often uses a military, autocratic style of leadership that worked for the traditional generation, and during a war. And yet, if this is the only basis for someone’s authority and influence then they:

• Tend to be dictatorial, autocratic, demanding and controlling in their style

• Most of their actions and reactions are due to being insecure.

• When problems arise they are quick to blame shift without finding out all the facts, for fear that blame for the problem may be placed on them.

• Will make assumptions, again without the facts.

• Are defensive.

• Can’t take responsibility and have difficulty apologizing.

• Get their identity and security from the “title” and being “in charge”.

• Tend to lead by rules, protocol, flow charts and tradition.

• May have been appointed to a position regardless of their skills, talents or leadership influence.

• Expect people to “just do it” because, well “I said so”.

• Will have low moral throughout the organization.

• Will discover that people won’t engage and participate beyond their stated job description. They aren’t motivated by their work, and will only do the bare minimum.

• Use intimidation, threats and manipulation to direct people.

• Want everything to revolve around them, and what they want and need.

• Have people that feel disrespected, unimportant and frustrated.

• Have people who are not empowered to take charge themselves, and receive no rewards for any extra initiative. Instead they may intimidate the one trying to lead.

• Don’t allow their people to question anything, or ask the deeper questions to discover the real problems, issues, or hindrances of the organization.

• Believe that if you want something done right you have to do it yourself. This results in unmotivated people who are discouraged.

• Micromanage due to their lack of trust.

“We cannot become what we need to be by remaining what we are.“  Max DePree

YOUR COACHING ASSIGNMENT:

Take this list above and put a 1, 2, or 3 next to the sentences, 1 meaning least like and 3 meaning most like, and evaluate where you are today.  Want to really “GET REAL“, make copies of it, and have those closest to you rate the sentences about you!  Then be alert to the next posting, I’ll talk about what you need to do to go to the next level OF “LEADERSHIP INFLUENCE”.

STILL WANT TRANSFORMATION: Contact me to learn about my fall coaching programs AccidentalLeader@comast.net to acquire the accountability to become the person you know you can be!

Which Social Medial Tool Should You as a Leader Use, if Any?

Is social media a viable networking/marketing outlet?  To find out the answer to that question, as well as how not  to waste your valuable time on social media that isn’t effective, check out this recent report by “The State of Social Media Marketing“ .  They just put out a phenomenal report disclosing strategies and predictions for 2010.   Is Facebook, or Twitter a better investment of your marketing time?  You might be surprised.  The writers of this report surveyed 5,140 marketing and business professionals who are using social media to gain their statistics.  You will learn how often people are posting on the three most popular sites, Twitter , Facebook and LinkedIn , all of which I use regularly (click on these, their my sites.)  As well, you’ll learn which is more popular, Twitter or Facebook.  If you’re into synergizing and making wise use of your most precious commodity, time, then take a good look at this report.  For me, one of the most important facts was the usage of  corporate accounts.  To be known in your field as an influential mover and shaker, you must participate.  My question to you is, are you using “free” media, and if not, why not?  It may be that you’ve not seen the value; however, knowledge can break through your preconceived ideas, if you let it, and bring a new found wisdom which can open up to you a whole new world.

If, through proper investigation, you learn you’re missing the boat, but you’re not sure where to begin, with so many options already available on the market, a report like this can give you some clear cut, statistical direction.   Now, I hear from people all the time who dislike, almost hate, the idea of Facebook.  I should know, I was one of them, but I am now a happy convert.  Not only have I reconnected with a lot of truly wonderful people, I have made business connections that will last a lifetime.  We won’t even talk about keeping an eye on what your children are doing, or the wonderful pictures of grandchildren you can regularly obtain.   Just know that if you’re not exploring this issue, you may be missing out on one of the most revolutionary marketing endeavors to come along in your lifetime.  So, check it out.  Here’s some of the valuable information that I hope will persuade you, although if you’re reading this, it’s highly likely you’re already taking advantage of it.  Happy social networking!  Share this with someone who doesn’t read blogs, or uses social media.  For more on the report, check out the social media examiner article: http://bit.ly/5jCnMV

Increase Your Leadership Influence While Helping A Reporter Out!

For those of you with not only a leadership mind, but an entrepreneurial mind as well, you may be glad that “Shark Tank” will be returning soon to ABC on friday January 8th 9/8c but to make it on the show with you great business idea to pitch to the experts for financial support, they now make it mandatory that you have a patent first.  This cuts out a friend of mine from high schoool who has a great idea that is not patentable but cutting edge.  Sorry Jim, I just learned this.  In the mean time, you may want to check out a great way to increase our influence and obtain free publicity.  Here’s an article about Help A Reporter Out aka: HARO , another big thing in social media!

As a follow up to Jen’s recent piece, Media and Publicity Tips from the Pros , we thought we would share another one of our little secrets to getting free publicity…HARO – Help A Reporter Out , by our good friend Peter Shankman.

Our newest contributor, Scott Gerber (aka The Young Entrepreneur), wrote a great feature on Peter and his company and was willing to share it here with us!

HARO is a revolutionary social media platform that connects journalists from around the world with sources for their news stories. Each day founder Peter Shankman sends three ad-supported emails, each with 30 to 50 queries from journalists seeking experts, to an opt-in email list comprised of small businesses and PR professionals. If a HARO member feels they are a fit for a journalist’s story, they simply reach out to the journalist directly. The service is free, easy and provides results. Since the founding of HelpAReporter.com, members from the HARO community have been featured in hundreds of national and international media outlets including The Wall Street Journal, The New York Times, and the TODAY show, to name a few.

The Startup Story: In November 2007, Peter Shankman, founder of The Geek Factory, a boutique PR and marketing strategy firm, started a Facebook group in hopes of helping his journalist friends connect with sources. Within three weeks, word of mouth about the group had spread. What began as 150 friends quickly became a 1,200-person community. In order to keep up with the explosive growth, Shankman launched HelpAReporter.com . In just over a year and a half, HARO has become a global social media powerhouse, with 75,000 active members and growing.

Impressive Stat: While most businesses are lucky to attain a 5 percent open rate on a monthly email blast, HARO averages an impressive 80 percent open rate, three times a day.

Founder Fun Fact: Peter Shankman isn’t a traditionalist by any stretch of the imagination. Why should the capital raised for his first venture be any different? Simultaneous to the film release of Titanic, Shankman had the idea of selling T-shirts that poked fun at the blockbuster in Times Square. The shirts’ slogan read, “It Sank. Get Over It.” His out-of-the-box plan paid off big. Shankman was able to sell $100 thousand in shirts in a little less than two months — then funded his first venture. No wonder he wrote the book, Can We Do That?! Outrageous PR Stunts That Work and Why Your Company Needs Them.

Peter’s Advice: “Find something that works and do it again. If something doesn’t work, make it better, then try it again.”

Scott Gerber is a syndicated Young Entrepreneur columnist, CEO of Gerber Entertainment, an entrepreneurial incubator, and Founder of SizzleIt.com , the expert in producing affordable, captivating and effective sizzle reels for brands, products and services. For information on speaking engagements or media appearances visit www.GerberEntertainment.com .

MONDAY MORSALS for Leaders – 10 Ways To Kill Your Leadership Influence and Destroy Office Morale

1. Don’t take any time to get to know any of your staff, barely know their name, or call them by the wrong name.
2. Don’t listen to your employees when they bring up an issue. Ignore their concern and then let your body language show that you’re displeased. That way they’ll never bring up anything again.
3. Expect your employees to know their job requirements, even though you have never explained the parameters of the work, their realm of authority, to whom they report to, or who else they need to collaborate with. – Just expect them to be mind readers!
4. Only thank them or show appreciation when you want them to sacrifice more or, work overtime. They won’t get that this is manipulation.
5. When those who are loyal, and genuinely want to see you to succeed bring you a concern or issue, be sure to take it as criticism. Assume they want your job; or are positioning themselves to take over the organization; want control; or have other ulterior motives.
6. Walk by your employees, and when they stop to talk to you explain, “I don’t do small talk” and just keep walking. Better yet, have your office manager send out a memo explaining to your employees how important you are, and therefore they are not to expect you to stop and talk to them, that you are too busy. They’ll then get the message they aren’t important, and realize their “place” in the organization!
7. Be sure you’ve already chosen your favorite person for any new position, before you actually post the job.   This way when other employees, who have been hoping and praying for a new position to open up, come to the interview, you won’t be swayed by their enthusiasm, emotion, or recent credentials they’ve recently earned to make themselves more valuable to the company.
8. Institute rules and standards for the whole staff that are really directed toward one person. By all means save yourself from any confrontation by never dealing with the problem people.  Allow them get away with BREAKING office policy, or better yet, let some get away with it, and others not. This way you can have different standards for different people, and play favorites.
9. Place blame, then ignore them, talk poorly about them, without ever checking or corroborating the facts of the matter. Certainly never give them an opportunity to explain their side of the story.
10. Never respond to their e-mails, or when you do, be sure to do it a week late. This way they’ll learn not to bother you with this form of communication.

Unfortunately, all leaders have done one or more of these at one point or another in their career. Those that learn from these particular mistakes, and work to eliminate this kind of negative behavior, while at the same time are adding excellent people skills to their management/leadership style, are those who won’t just surviving in this difficult day and age, but will thrive. When it all gets down to it, the important thing in business is PEOPLE. Those people that are your customers or clients, as well as those who work for you. Treat them well, and your business will flourish!

How to Develop Leadership Skills by Guest Blogger, Noel Robinson

I’ve had the privilege to know Noel Robinson for the past ten years, and on occasion have had the opportunity to work with him.  He has continually increased his leadership skills and influence by implementing the steps he mentions below.  Because of his vast knowledge and experience, I wanted you to have the opportunity to learn from him.  Catch the progression, and know that you can also go to the next level in your leadership skills by mirroring him.

Noel: “Below are some thoughts I’d like to share from when I was asked what I did to become a leader. They are in no particular order.

Study people, especially other “leaders.” What did they do that worked and what didn’t work. Who did I respect and why? Whose influence did I and others follow and why?

Read lots… especially about sales and leadership.

Learned public speaking early and continued to master it. It’s like anything else, the more you practice it (do it) the better you get at it. If you fear it, so what. Do it anyway. Start off with small friendly groups and speak about topics that you really know and are passionate about.

Jump on every opportunity to lead and to be led, no matter how small. If your church needs a Sunday School teacher, that counts. What about running for your Homeowner’s Association Board? It may not sound like much fun, but you’ll get leadership experience! Call your favorite non-profit; they always need people for committees, and you may end up being the chairperson. What about your child’s school’s PTO/PTA?

Network, network, network! Take every opportunity to meet people. Listen to them and stay in touch with them. (Shameless plug: check out my website for a powerful tool to keep in touch and build relationships – www.SendOutCards.com/connect )

Don’t lie to yourself… and believe me, we all do it a LOT! You have to learn to step back with an objective eye and truly see what’s working and what isn’t. Tip: if no one’s following you, you aren’t a leader. And if your following isn’t growing, then neither are you growing as a leader. Check your results… if you don’t like them then you have to do something different.

Find qualified mentors and actually use them. Be totally honest with them, and then shut up and listen to their advice. Hopefully you can handle what they need to say, because if they think you can’t handle it, they probably won’t even tell you.

You’ll make some of your own mistakes. Sometimes you may unintentionally really hurt someone. If your truly a leader, it will hurt you even more knowing that you caused them pain. Of course you must own up to it AND do your best to make it right with them. But then you have to forgive yourself and continue your journey forward.

Ultimately, you have to believe and trust in yourself. This may be the hardest part.

The subtleties of real leadership vastly surpass my ability to write, but they are all centered in Service Above Self—the slogan for Rotary International.

Being a leader is hard… really hard, but if you’re truly cut out for it you’ll love it!

Lastly, when the time is right don’t forget to pay it forward; mentoring others is an excellent way to serve!”

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